Amos Herai has over 15 year’s Senior Management experience in Human Resource Management. During his career he has held Senior HR roles in the Manufacturing, Hospitality and Financial Services sectors. His experience has covered all aspects of Human Resource Management, including Executive Recruitment, Executive
Development, Expatriate Management and Executive and Managerial Compensation.
Mr. Herai is at present the Head of Human Resources of the RBC Caribbean Banking. He leads a diverse HR team from twenty territories in the English and Dutch speaking
Caribbean. He is responsible for developing and implementing the HR strategies, programs and policies for RBC Caribbean which include Organizational Development, HR policy and governance and programs covering Reward and Recognition, Talent Management, Employee Relations, Learning and Development, Performance Management, and Compensation & Benefits.
Mr. Herai graduated from the University of the West Indies with a Bsc. In Sociology and Management and an Msc. in Management Studies, specializing in Human Resource
Management. Amos is also a Past President of HRMATT.
PRESENTATION SUMMARY – An Integrated approach to Talent Management and Leadership Development
A key component of RBC’s business strategy planning is the development and integration of talent strategies. Our Integrated Talent Management and Leadership Development Framework enables a holistic approach to strategic talent planning to help leaders meet their business/functional objectives. RBC’s executive talent management focuses on the executive team and the high potential pools to succeed that team. The presentation will define:
• RBC’s Talent Management Philosophy
• RBC Caribbean Talent Management objectives & Programs
• An Overview of Current Successes
• Towards an Integrated Talent Management Program
• Details of RBC Enterprise and RBC Caribbean Specific Programs.
A Nestlé Purina we have a full time, entry-level opportunity at our manufacturing facilities to participate in our Management Trainee Rotational Program. These entry-level roles are put in place to help build the future leaders of our company and provide the grounded needed to be successful at Purina. The opportunities include Accounting, Engineering, Engineering PTC Development Program, Human Resources, IS/IT, Quality Assurance, Operations Performance, Production Management and Supply Chain. Interested in learning more about working at Purina and applying to be a Management Trainee? Visit our website at http://bit.ly/PurinaCollege.
PowerPoint Storytelling Sample (Management Trainee Program Review)Jocelyn Kaylee Neo
Tasked to review the existing Management Trainee Program in a renowned global logistics MNC, Jocelyn and her co-workers worked in close consultation with the senior management to identify problems and propose working solutions.
In addition, Jocelyn took charge of the artistic direction of the PowerPoint design, forming a compelling visual that greatly facilitated their multiple discussions with various stakeholders.
The MT programme has been designed structurally keeping a keen observation of key business concepts, a scope for career progression and a consideration for ambitious candidates that have the determination to excel in their fields. Apart from possessing exceptional analytical and communication skills, the candidates are gauged based on interpersonal skills and their ability to assimilate well in the organisation so that they are ready to face challenges while maintaining a leadership capability.
A Nestlé Purina we have a full time, entry-level opportunity at our manufacturing facilities to participate in our Management Trainee Rotational Program. These entry-level roles are put in place to help build the future leaders of our company and provide the grounded needed to be successful at Purina. The opportunities include Accounting, Engineering, Engineering PTC Development Program, Human Resources, IS/IT, Quality Assurance, Operations Performance, Production Management and Supply Chain. Interested in learning more about working at Purina and applying to be a Management Trainee? Visit our website at http://bit.ly/PurinaCollege.
PowerPoint Storytelling Sample (Management Trainee Program Review)Jocelyn Kaylee Neo
Tasked to review the existing Management Trainee Program in a renowned global logistics MNC, Jocelyn and her co-workers worked in close consultation with the senior management to identify problems and propose working solutions.
In addition, Jocelyn took charge of the artistic direction of the PowerPoint design, forming a compelling visual that greatly facilitated their multiple discussions with various stakeholders.
The MT programme has been designed structurally keeping a keen observation of key business concepts, a scope for career progression and a consideration for ambitious candidates that have the determination to excel in their fields. Apart from possessing exceptional analytical and communication skills, the candidates are gauged based on interpersonal skills and their ability to assimilate well in the organisation so that they are ready to face challenges while maintaining a leadership capability.
Corporate universities can be a driving force in an organization. They can add value, drive change and contribute to the growth and development of the overall enterprise, but only if the corporate university is connected to the business, relevant, managed in a productive, efficient manner and valuable to the organization.
The success factors identified in this article are review points to judge the success of the corporate university and provide the impetus for sustained improvement, change and growth.
5 Ways to Build a Better Leadership Development Program | Webinar 02.10.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
Digital HR I Best Practices I NuggetHubRichardNowack
Digital HR is a process optimization in which social, mobile, analytics and cloud (SMAC) technologies are leveraged to make human resources more efficient. In other words, it's a tectonic shift in the way Human Resources function. The sole application of new technologies is not what makes HR digital, however.
This document gives insights in digital human resources best practices and strategies. After purchase, you get a ready-to-use presentation in PowerPoint as well as a PDF file.
The presentation shows how an HR organization for the new age has to be set up. Furthermore, it describes approaches to optimize the digital quotient of the HR department, mechanisms, required processes, helpful tools/templates and how the performance can be managed.
We provide you with the following best practices (71 slides each):
- Introduction
- Trends in HR
- Digital HR Frameworks
- Digital Workplace - Frameworks
- Digital Workplace - Methodology
- Organizing new HR
- Human Capital Technology
This is a case study of how Welch’s Foods Inc. a Consumer Goods Company, selected and implemented RPO to streamline and standardize talent acquisition process in order to enable HR professionals to become more strategic business partners. Particular emphasis will be placed on the implementation process and experience.
Key concepts will include:
RPO industry resources
Internal involvement plan
RFP tools and evaluation approach
Implementation planning
Discovery session agenda
Change Management
As hospitals and health systems continue managing the transition to delivering greater value to patients and populations in the midst of reimbursement degradation, legal and regulatory changes, industry consolidation, and massive workforce demographic shifts, the role and impact of talent management and succession planning practices have come under greater scrutiny. In order to proactively prepare for the unprecedented departure of executive talent while also developing future leaders to address the many implications of the Affordable Care Act, including much greater pressure to demonstrate the value of healthcare services via clinical quality metrics, many hospital organizations have invested in the development of talent management and succession planning capabilities.
This webinar presents findings and practical applications from the semi-annual Healthcare Talent Management Survey, which provides HR executives and senior management teams with direct evidence of the impact of talent management and succession planning capabilities on hospitals’ financial, workforce, and value-based purchasing performance metrics. Webinar participants will learn a practical framework of best practices across a series of capabilities, including talent assessment, role-based leadership development, and onboarding practices. The webinar will conclude with presentation of several case studies highlighting the execution of talent management and succession planning best capabilities at prominent health systems.
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
Striving to make succession planning 2x faster? Aiming to bring the risk of promoting the wrong person to 0? Or targeting to be a future-proof organization by identifying skill gaps and training needs early on?
Developing Assessment Development Center.pdfSeta Wicaksana
An assessment center is a tool to evaluate an individual’s suitability for specific job roles.
It includes several exercises like aptitude tests, personality evaluations, virtual assessment center case study simulators, and interviews.
It helps organizations better predict candidate performance and potential for a proposed position.
On the other hand, a development center in HRM is used for organizational initiatives such as training needs identification, high-potential identification, leadership development, and succession planning.
Succession Planning and the Development of Your High Potentials | Webinar 11....BizLibrary
Succession planning success hinges on whether or not organizations effectively develop and nurture their next generation of leaders. We typically see this aspect of succession planning referred to as “high potential” development and it’s frequently just shortened to the term “HIPO.”
The two dominant challenges to HIPO development are:
• Selection of participants
• Building effective development plans
In this webinar we will discuss:
Emerging thought leadership on the organizational/strategic perspective of succession planning
The selection of participants – deciding whom to groom
Practical tips and suggestions for creating a development plan for your own high potential employees
www.bizlibrary.com
Corporate universities can be a driving force in an organization. They can add value, drive change and contribute to the growth and development of the overall enterprise, but only if the corporate university is connected to the business, relevant, managed in a productive, efficient manner and valuable to the organization.
The success factors identified in this article are review points to judge the success of the corporate university and provide the impetus for sustained improvement, change and growth.
5 Ways to Build a Better Leadership Development Program | Webinar 02.10.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
Digital HR I Best Practices I NuggetHubRichardNowack
Digital HR is a process optimization in which social, mobile, analytics and cloud (SMAC) technologies are leveraged to make human resources more efficient. In other words, it's a tectonic shift in the way Human Resources function. The sole application of new technologies is not what makes HR digital, however.
This document gives insights in digital human resources best practices and strategies. After purchase, you get a ready-to-use presentation in PowerPoint as well as a PDF file.
The presentation shows how an HR organization for the new age has to be set up. Furthermore, it describes approaches to optimize the digital quotient of the HR department, mechanisms, required processes, helpful tools/templates and how the performance can be managed.
We provide you with the following best practices (71 slides each):
- Introduction
- Trends in HR
- Digital HR Frameworks
- Digital Workplace - Frameworks
- Digital Workplace - Methodology
- Organizing new HR
- Human Capital Technology
This is a case study of how Welch’s Foods Inc. a Consumer Goods Company, selected and implemented RPO to streamline and standardize talent acquisition process in order to enable HR professionals to become more strategic business partners. Particular emphasis will be placed on the implementation process and experience.
Key concepts will include:
RPO industry resources
Internal involvement plan
RFP tools and evaluation approach
Implementation planning
Discovery session agenda
Change Management
As hospitals and health systems continue managing the transition to delivering greater value to patients and populations in the midst of reimbursement degradation, legal and regulatory changes, industry consolidation, and massive workforce demographic shifts, the role and impact of talent management and succession planning practices have come under greater scrutiny. In order to proactively prepare for the unprecedented departure of executive talent while also developing future leaders to address the many implications of the Affordable Care Act, including much greater pressure to demonstrate the value of healthcare services via clinical quality metrics, many hospital organizations have invested in the development of talent management and succession planning capabilities.
This webinar presents findings and practical applications from the semi-annual Healthcare Talent Management Survey, which provides HR executives and senior management teams with direct evidence of the impact of talent management and succession planning capabilities on hospitals’ financial, workforce, and value-based purchasing performance metrics. Webinar participants will learn a practical framework of best practices across a series of capabilities, including talent assessment, role-based leadership development, and onboarding practices. The webinar will conclude with presentation of several case studies highlighting the execution of talent management and succession planning best capabilities at prominent health systems.
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
Striving to make succession planning 2x faster? Aiming to bring the risk of promoting the wrong person to 0? Or targeting to be a future-proof organization by identifying skill gaps and training needs early on?
Developing Assessment Development Center.pdfSeta Wicaksana
An assessment center is a tool to evaluate an individual’s suitability for specific job roles.
It includes several exercises like aptitude tests, personality evaluations, virtual assessment center case study simulators, and interviews.
It helps organizations better predict candidate performance and potential for a proposed position.
On the other hand, a development center in HRM is used for organizational initiatives such as training needs identification, high-potential identification, leadership development, and succession planning.
Succession Planning and the Development of Your High Potentials | Webinar 11....BizLibrary
Succession planning success hinges on whether or not organizations effectively develop and nurture their next generation of leaders. We typically see this aspect of succession planning referred to as “high potential” development and it’s frequently just shortened to the term “HIPO.”
The two dominant challenges to HIPO development are:
• Selection of participants
• Building effective development plans
In this webinar we will discuss:
Emerging thought leadership on the organizational/strategic perspective of succession planning
The selection of participants – deciding whom to groom
Practical tips and suggestions for creating a development plan for your own high potential employees
www.bizlibrary.com
Workforce diversity in royal bank of canadaPayam Nasehi
This paper is my H.R. written and personal assignment, I concentrate on Canada as a multiracial country and their view to workforce diversity and i explain how companies can use diversity to improve their efficiency.
ATLAS: Foreigners in Tomorrow's China WorkforceAbesorock
What is the value of Chinese language skills in the job market today? Foreigners aiming to work in China are advised to pursue three growth areas for international business: emerging market cities, China outbound, and enterpreneurship.
Learn more and browse job opportunities at atlas-china.com.
Understanding the identity of a company’s workforce can offer clarity for an organization, especially when it comes to managing them. Behavioral assessments are one of the tools leaders can leverage when it comes to better understanding an employee’s behavior tendencies. This multifaceted Spotlight Webinar will showcase the stories of two organizations that have integrated behavioral assessments into their people management process. The first speaker Suzanne Farmer, AVP organizational development and training for UT Southwestern Medical Center will share how leaders are leveraging assessment data in determining employee potential and movement. The second speaker, Ryan Smith, chief operating officer of Raidious, a full service digital agency, will unveil how leaders leverage the Predictive Index Behavioral Assessment as a key tool for onboarding and supporting new hires to understanding how one’s behavioral traits influence team collaboration.
During this webinar:
Recognize how behavioral assessment tools can be leveraged through all phases of the employee lifecycle.
Hear how behavioral assessments can enhance team communication and provide insight on employee work and communication styles.
Observe how assessments are influential beyond HR leaders but to executives across an organization.
With 60% of employees stating that they will look to change jobs when the economy picks up, what should you be doing to manage & retain your talent?
This slideshow focus on the challenges associated with expatriate management. It divided into five parts: expatriate selection, expatriate Training &development,expatriate compensation,repatriates retention and a case study about P&G Expatriate Program.
A premier recruitment agency and placement consultancy providing our services in India and abroad. We explore new opportunities for job seekers around the globe within the companies of our recruiters HR & Personnel Recruitment, Engineering Recruitment, Logistics Recruitment Services, Insurance Recruitment Services, Finance Recruitments, Teachers/Faculty/Higher Education Recruitment, Marketing/Sales RecruitmentFront Office Staff And Secretarial
Why People Matter - Presentation from ACN NetherlandsDarryl Judd
Highlights of Darryl Judd, Chief Operating Officer of Logistics Executive Group giving a talk on why People Matter at a conference hosted by ACN (Air Cargo Netherlands) in Amsterdam.
Seasoned Human Resource Practitioner from XLRI having 17 years of experience in Human Resource and talent management, has worked in global organizations and in global roles that have helped to hone up his relationship and cross-cultural skills. His ability to understand the business has helped him to align the people strategies of the businesses to its ever-evolving needs. He has been able to decode the secret recipe for being a “Great Place to Work” and has helped his organization to be in the league of select few. His ability to attract the right talent has helped him to build organizations that are competitive and agile. His ability to think strategically on current and future talent issues
Walking the Walk with our Graduates...From Students to HR Practitioners - HRMATTHRMATT
Eileen Knight, a Human Resources Management Lecturer at the University of the West Indies, St. Augustine Campus has spent her entire career either working as a Human Resources (HR) Practitioner, HR Consultant or teaching the HR discipline. In order to accomplish this, she has worked in over five countries and across six industries. She has also served as Director on a
number of Canadian corporate and non-profit organizational Boards. As a trained Organization and Methods Analyst, Eileen has conducted many Organizational Studies and Operational
Audits during her career. She is presently focused on enhancing the practice of Strategic Human Resources Management in the Caribbean Region.
PRESENTATION SUMMARY – Walking the walk with our Graduates …from students to Human Resources Practitioners
“As the world changes, expectations for education also shift. The nature of schooling must follow suit. Research in the past 30 years has proven that the current model of schooling no
longer adequately meets the needs” (Willms et al, 2009) of employers, “In the past the measure of an “educated person” was largely based on what they knew; now, the value of learning
is measured by, what students are able to do with what they know” (Gilbert, 2007)
This presentation will discuss the impact of co-operative educational approach to teaching with the use of four piloted Human Resources Management (HRM) based programs offered
at the University of the West Indies, St. Augustine. “One of the most distinctive characteristics of co-operative learning and perhaps the reason for its success is the close relationship
between theory, research and practice” (D.W. Johnson, 2007), therefore the programs are geared towards bridging the gap between the theoretical concepts of HRM and its practical application in a corporate setting. During the discussion, the findings and benefits of the programs (to all stakeholders involved namely, UWI, the employers and the Students) will be highlighted and evaluated
Lara Quentrall-Thomas is the founder and CEO of Regency Recruitment and Resources Limited, the leading human resource and recruitment management
consultancy in Trinidad and Tobago. Prior to founding Regency, Lara worked in the UK as a Recruitment Consultant and Human Resources Manager. Lara Quentrall-Thomas has a Masters in Business Administration, a Certificate in HR Management and a Degree in Business Management.
PRESENTATION SUMMARY – Upgrading Recruitment
There has never been a more exciting time to be in recruitment. It is undergoing a seismic shift that changes the recruiting landscape forever. In order to learn how to be effective in this new environment, we shall discuss:
- Technology: Using online video hiring, digital technology and social media. Are we effectively incorporating technology into our recruitment and hiring practices?
What does technology mean to candidates?
- Candidates = Clients: We can no longer think of job seekers as only that. They are future customers, and every element of their application experience contributes
to their impression of the firm.
- Social Performance: Building the brand hinges on corporate social engagement, so ensuring that you hire individuals who share these values is critical for long term
effective community relationships.
- Flexible Work: Gone are the days of 8-4 Monday to Friday working in a cubicle. We know we have to evolve to avoid becoming obsolete, but how realistic is it to have
our workers on flexi-time, job sharing or working from home? The recent change at Yahoo has made many employers rethink this entire issue. Where do you stand?
- Creative Workforce: Today’s workforce must be innovative and able to apply critical thinking to situations, particularly those impacting customers. How do you hire
for this?
Transforming Time Management Learning with Gamification - HRMATTHRMATT
Francis Wade began his Florida-based consulting firm, Framework Consulting Inc., after leaving AT&T Bell Labs in 1993. A graduate of Cornell University, he has both a Master’s and Bachelor’s degrees in Operations Research and Industrial Engineering, completing both in 4 ½ years. He moved back to Jamaica full-time in 2005, and his firm now focuses on personal productivity and time management, plus interventions with Caribbean clients. His firm looks for difficult people problems to solve that require a custom approach, and has worked with a number of top firms. Based on his knowledge of the region, he founded Carib-HR-Forum, a 500 person cross-regional network of Human Resource practitioners. He is the host of Carib-HR-Radio and the author of two electronic magazines for Caribbean professionals – First Cuts and The One Page Digest. He recently published Bill’s IM-Perfect Time Management Adventure. He recently completed a 7 year teaching assignment at the University of Phoenix, in their Graduate School of Business.
PRESENTATION SUMMARY – How Caribbean Executives Can Raise Their Standards “No man, it’s alright. No problem.” The Caribbean is famous for its laid-back attitude, so perfect for getting away from the stresses of the world’s capitals. However, it’s not so much fun when you live here and have to experience this attitude first-hand at the Driver’s Licensing Office. Why does this and other awful experiences persist? Our research at Framework Consulting tells us that it’s a historical backlash. Slavery and indentureship brought harsh consequences for the smallest infractions and, as its descendants, we have responded: our workplaces are remarkably free of consequences, feedback and real accountability. Reversing the tide of history will take more than just talk. A few years ago we embarked on a project to train over 80 of the top executives of a regional conglomerate in three countries - primarily in Trinidad but also in Barbados and Jamaica. Quite separately, we also conducted the same transformation program in these three countries in different companies. We learned that our region’s professionals are loathe to give feedback, but also that it’s easy to correct the problem with the right intervention using Customized courses and videotape feedback. Learn about the nuances of changing a core behavior that plagues Caribbean companies.
Positioning Human Resources for Organisational Leadership in Corporate Social...HRMATT
KEITH WHITTINGHAM is a Professor at the Crummer Graduate School of Business at Rollins College in Winter Park, Florida, USA, where he teaches courses in Social Entrepreneurship, Global Sustainability and Quantitative Analysis. He also serves as Visiting Faculty in the Sustainability Seminar at INCAE, in Alajuela, Costa Rica. Over the past decade, Keith has taken several groups of MBA students to Latin America and the Caribbean to work with local businesses on Rollins Global Consulting Projects.
Keith’s research focus is on micro- to medium-sized enterprises, primarily in Latin America and the Caribbean. Raised in Trinidad and Tobago, Keith acquired an early interest in global sustainable development. His studies in engineering (BSEE Howard University, Ph.D. Cornell University) led to interests in renewable energy and developed skills in innovation and problem solving. However, it is during the last decade of teaching MBA students that he has become a strong proponent of enterprise and entrepreneurship as powerful vehicles in addressing global social concerns.
Additionally, over the past decade, his acclaimed Leadership/Organizational Development workshop series, “Aligning People and Passions” has impacted and ignited hundreds of participants across the United States, at companies like Walt Disney World and Darden Restaurants.
PRESENTATION SUMMARY – Positioning HR for Organizational Leadership in Corporate Social Responsibility Corporate Social Responsibility (CSR) has achieved a prominent place among strategic imperatives in the world of business. CEOs and other corporate leaders have come to recognize a broader sense of obligation; not just to financial shareholders, but to a diverse array of stakeholders. Across organizations, however, the focal point of CSR activities has not been consistently located. In some organizations, this role is housed in an independent department, while in others the function resides within Marketing, PR or even Finance. With its dual functions of internal support and external face, the HR department has great potential to interface with many important organizational stakeholders.
However, many HR professionals are yet to fully understand CSR and the role they can play in this area of growing visibility and importance. This presentation aims to build HR intelligence in the CSR arena. We will explore how the various HR functions can serve the CSR mission of the organization, while CSR, in turn, can further the recruitment and retention efforts of HR.
The Case of Performance improvement in Trinidad and Tobago - Global Strategie...HRMATT
Dr. Earl Harewood currently lectures for Edinburgh’s Herriot-Watt University/Australian Institute of Business/School of Higher Education. He performs the same role for the Australian Institute of Business/School of Higher Education Teaching and Learning Association Liaisons to Trinidad. He teaches corporate ethics and corporate social responsibility and has taught social and organizational change and organizational culture.
Harewood earned his MBA in Organizational Change and Development from Regent University in 2003. He earned an MS in Organizational Counselling in 2008 from The Johns Hopkins University and his PhD in Human Resource Development from the University of Minnesota - Twin Cities.
Presentation Summary - Leading Performance Improvement in T&T: Global Strategies for Sustainability
Whether performance is where it needs to be or not in Trinidad and Tobago, one will never know as forecasting, planning, benchmark, international practice accreditation and pointed industry research is seldom practiced. What this means is that there is more reacting because when situations surface there is no clear plan to address them. Added to this, investment in targeted training and development activities are few so many persons’ exposure to new systems, practices, processes and techniques are almost non-existent so innovation never
happens and new products, services and ideas never emerge. Subsequently, if there is to be improved performance, there is greater need to understand the socio-historical barriers to encouraging creative problem solving, idea sharing and promotion of innovative practices that will lead to new and improved products, services, standards and people practices suitable
for launching the nation into the 22nd century competitively placed for global competition. This will take more intentional approaches to leading innovative performance improvement initiatives which will require human resources and other leaders to fully develop the eight competencies we will discuss during the presentation.
Elevate organizational performance with returning nationals - HRMATTHRMATT
Presented by Subira Willock at the Human Resource Management Association of Trinidad and Tobago (HRMATT) 9th Biennal Conference and Exhibiton at Trinidad Hilton May 13th and 14th 2013
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Examining the Effect of Customer Services Quality and Online Reviews in Unive...
RBC's Approach to Talent Management - HRMATT
1. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
RBC’s Integrated ApproachRBC’s Integrated Approach
to Talent Managementto Talent Management
Amos Herai
HRMATT’s 9th
Biennial Conference
Hilton Trinidad & Conference Center
May 13 2013
2. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
Introduction
• At RBC we believe that to achieve our strategic goals
a key people priority is to significantly Advance Global
Talent Management
• This requires an Integrated approach to Talent
Management with robust processes and best in class
talent initiatives
• This presentation provides an overview of RBC’s
enterprise Talent Management approaches and
programmes as well as Caribbean Banking specific
initiatives to advance Talent Management
3. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
Roadmap
About RBC: Corporate Profile
About RBC: Caribbean Profile
RBC People Priorities
RBC Approach to Integrated Talent
Management
RBC Caribbean Integrated Talent
Management initiatives
Q&A
4. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
Insert world map
5th
largest bank in North America
11th
largest bank globally by
Market Capitalisation
Offices in Canada, the U.S. and
49 other countries
15 million clients worldwide
RBC: A Global Financial Institution
80,000 full- and part-time
employees worldwide
Largest bank in Canada by
Assets and Market
Capitalization
5. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
RBC International Locations
UK
Channel
Islands
Japan
Hong Kong
Singapore
Australia
Beijing
Dubai
Europe
1,576
1,169
6,745
263
96
UK
Channel Islands
Caribbean (19 countries)
Europe & Africa
697 Asia & Oceania
Latin America (3 countries)
Caribbean
India
Latin
America
# Emps
10,500+ employees in approximately 49 Countries10,500+ employees in approximately 49 Countries
Brunei
6. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
Suriname
Trinidad & Tobago
Barbados
RBC Caribbean Banking
Grenada
Montserrat
St. Vincent & The Grenadines
Antigua
Saba
St. Kitts/Nevis
St. Maarten
Haiti Dominican
Republi
c
Turks and
Caicos
Islands
Cuba
Aruba
Curacao
Bonaire
Bahamas
Cayman Islands
Eastern
Caribbean
Dominica
St. Lucia
Jamaica
Dutch Caribbean
RBC in the Caribbean
Number of Branches 121
Number of ATMs 344
Number of clients >1 Million
Number of Employees
Number of Countries
>6,400
20
7. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
RBC Vision
Always earning the right
to be our clients’ first choice
8. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
RBC External Recognition & Rankings
• North American Retail Bank of the Year 2012 &
2013 (Retail Banker International)
• 2010 & 2011 Catalyst Award for Diversity
• Canada’s Best Employers for New Canadians
(Mediacorp Canada Inc.)
• Canada’s Top 100 Employers (Mediacorp Canada
Inc.)
• 10th largest global investment bank by net
revenue (Dealogic, 2012)
• Several market leading positions in Capital
Markets, Wealth Management, Mutual Funds
and Banking
9. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
RBC Key People Priorities
Significantly Advance Global Talent
Management
RBC People Priorities
Strengthen & Engage the
Workforce for Now and the Future
Drive Productivity & Performance
through Capability, Innovation and
Rewards Alignment
To be the undisputed
leader in financial
services in Canada
To build on our
strengths in banking,
wealth management
and capital markets in
the United States
To be a premier
provider of selected
global financial
services
RBC
strategic
goals
Significantly Advance Global Talent
Management
RBC People Priorities
Strengthen & Engage the
Workforce for Now and the Future
Drive Productivity & Performance
through Capability, Innovation and
Rewards Alignment
To be the undisputed
leader in financial
services in Canada
To build on our
strengths in banking,
wealth management
and capital markets in
the United States
To be a premier
provider of selected
global financial
services
RBC
strategic
goals
Drive Productivity and Performance
Team and HR Leadership
(Talent Management /
Leadership Behaviours)
Caribbean Banking
People Priorities
Implement new
HR Operating Model
Continue to build a
robust Talent and
Succession Pipeline for
Caribbean Banking
In collaboration with the
Caribbean Banking
Operating Committee
strengthen and engage
the workforce
10. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
RBC ENTERPRISE APPROACH TO
INTEGRATED TALENT
MANAGEMENT
11. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
RBC’s Beliefs About Leadership and
Organizational Success:
• Effective leadership differentiates successful businesses from unsuccessful
ones
• Leadership development must be explicitly aligned to business strategies
and long term aspirations, and deliver the capabilities needed to succeed
both in the present and future
• Top management’s deep and visible commitment to leadership
development and succession management is a fundamental condition for
success
• Through their actions, leaders set the tone for the organization – for the
vision, values, and open communication that are needed for a high
performance culture
• Leadership potential, which includes knowledge and experience, personal
aspiration and leadership behaviours, is best developed through
experiences – supported by coaching, feedback, and formal learning
12. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
20%
Coaching & Feedback
Mentoring & peer networks
Internal and external coaching
Multi-rater & In-depth assessments
70%
Experience-based Development
Targeted developmental assignments
On-the-job support and resources which optimize
learning from experiences
Action Learning & team-based assignments
10%
Formal
Learning
Proprietary and
external programs
RBC Leadership Development:
How Leaders Learn
13. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
Integrated Talent Management
The overall objectives of RBC Integrated Talent Management (ITM)
are to:
• ensure RBC has the talent to maintain competitive advantage
today and build strategic capabilities for the future
• build depth, breadth and diversity of our leadership pipeline
and ensure succession for Executive and Managerial key roles.
In order to do this we must:
Increase confidence that the right people have been identified in
talent pools
Focus on increasing representation of women and visible minorities
Provide key talent with experience (including international),
exposure, targeted development opportunities and active
sponsorship
Build enterprise mindset, global perspective and change leadership
capabilities
14. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
Integrated Talent Management Framework
“Return on People”
Performance
Engagement
Retention
SOURCE &SOURCE &
ATTRACTATTRACT
DEVELOPDEVELOP
ENABLE & ASSESSENABLE & ASSESS
PERFORMANCEPERFORMANCE
CULTURE &CULTURE &
CAPABILITIESCAPABILITIES
Business Strategy
People & Culture
Assessment
Measures &
Monitoring
COMPENSATE/COMPENSATE/
REWARDREWARD
Identify critical roles/jobs
Understand internal workforce
demographics and external labour
market – current and future
Define Employee Value Propositions
Talent reviews
Assessment of potential (internal
and external)
Succession planning
Determine overall implications of
strategy and for specific employee
segments
Define Talent
Needs
Experienced-based Development
Coaching and Feedback
Formal Learning Programs
DEVELOPDEVELOP
ASSESS
TALENT
ASSESS
TALENT
DEPLOYDEPLOY
15. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
ITM – Road Map
Identification
Assessment
and
Nomination
Succession
Planning
HIPO
Calibration
Leadership
Development
Planning
• Identification, assessment and calibration of executive and non-executive high
potential talent
• Succession planning for Caribbean Banking Operating Committee (CBOC) and other
key executive roles (including action plans to close gaps)
• Development planning for successors and high potential talent
These activities support and align with RBC People Priorities to ‘Enhance Integrated
Talent Management’ and are the foundation to building a deep and diverse leadership
pipeline.
HR Business Partners play a critical role in each step of the roadmap in support of the Business.
16. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
High Potential (HIPO) Pool Structure
Early Promise (Early in Career)
• Individuals who demonstrate signs of potential to
become a senior manager within 3-5 years and
executives within 5-8 years
• Typically middle management level or equivalent
• Minimum 18 months tenure at RBC
• Early in career (5–10 years)
Executive Potential (Advanced Career)
• Typically senior managers with potential for
promotion to executive level within 3-5 years
• Identified for succession for key roles
Non-Exec talent pools Exec talent pools
OC Potential (OC Successors)
• Current OC members identified as successors for
other OC role, and…
• Individuals with potential for promotion to OC
roles within 0-5 years
• Typically VP level or equivalent
Annual HIPO Identification
Performance
Potential
Aspiration & Ambition
Learning Agility & Inquisitiveness
Emotional Intelligence
Intellectual Capacity
Key Leadership Characteristics
RBC Capabilities
18. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
Caribbean Banking People Priority:
Continue to Build a Robust Talent and Succession Pipeline
Objectives:
1. Increase the depth, leadership versatility and diversity of our
current and future leadership talent
2. Align High Potential Development to business strategies in
order to deliver capabilities and performance needed now
and in the future
3. Build the Internal Talent Pool through Strategic Recruitment
Programs
19. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
Talent Identification
and Assessment
High Potential
Development
Develop People
Managers –
Managerial
Excellence (MEx )
Build the Internal
Talent Pool
Caribbean Banking People Priority:
Continue to Build Robust Talent and Succession Pipeline
Diversity remains a key element of our Talent Strategy focusing of Women and Caribbean Nationals.
Commitments to Deliver
20. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
Talent Identification and Assessment
> Conduct 2013 Talent Review and
revise Succession Plan for CBOC and
critical roles
> Cascade Caribbean Banking
Integrated Talent Management
program to include identification of
potential at the business/functional
level Middle and Junior managers
Caribbean Banking People Priority:
Continue to Build Robust Talent and Succession Pipeline
21. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
Develop People Managers – Managerial
Excellence (MEx )
>Cascade current Caribbean Banking MEx
program to Junior Managers
> Introduce targeted MEx modules to
Senior Managers
Caribbean Banking People Priority:
Continue to Build Robust Talent and Succession Pipeline
22. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
High Potential Development
> Identify Executive Potential for CBOC
roles and implement development
plans in collaboration with CBOC
members
> Establish Talent Forums at the
business/functional Level Middle and
Junior Managers
> Implement Second Cohort of
Mentoring program
Caribbean Banking People Priority:
Continue to Build Robust Talent and Succession Pipeline
23. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
Build the Internal Talent Pool
> Build High Potential Pool
through the establishment of a
Caribbean Banking Leadership
program (CLP)
> Develop Peer Networking
program to Link Caribbean HIPO
talent to Experienced leaders in
Canada
Caribbean Banking People Priority:
Continue to Build Robust Talent and Succession Pipeline
24. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
Caribbean Banking People Priority:
Continue to Build a Robust Talent and Succession pipeline
Caribbean Banking Talent Forum
• The Caribbean Banking Talent Forum is a Sub Committee of the
CBOC that meets bi-monthly to discuss the accelerated
development of High Potential Talent identified as potential
successors for operating committee roles.
• To date the Forum has been active from 2011 and has accelerated
development plans in place for all potential successors to the
Executive and Senior Management roles.
Market Level Talent Forum
• The Talent Review forum has been cascaded throughout Caribbean
Banking at the Market level for High Potential talent at the Junior
and Middle Manager levels
• Market leaders in different Islands replicate the Talent Forum
approach for middle and junior managers
25. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
Mentoring Programs
Caribbean Banking People Priority:
Continue to Build a Robust Talent and Succession Pipeline
1. RBC Leadership Mentoring Program
Provides key talent with the opportunity to have relevant, timely and insightful
“career conversations”; gain broader perspectives about the Enterprise, its
values, expectations and behaviors; acquire in-depth understanding of other
platforms and enhance leadership capabilities
To date six High Potential Caribbean employees are partnered with a mentor
outside of the Caribbean
2. RBC Leadership Caribbean Mentoring Program
Reinforces and integrates personal development for high potential talent
through relationship-based mentoring with senior leaders, focused on
broadening their view of the RBC businesses and to increase their visibility and
profile within Caribbean Banking.
Thirteen High Potential Caribbean employees have partnered with a Caribbean
Banking Operating Committee member as mentor.
26. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
RBC Caribbean Peer Networking Program
Caribbean Banking People Priority:
Continue to Build a Robust Talent and Succession Pipeline
Objectives:
• The RBC Caribbean-Toronto Peer Networking Program - the
exposure of Caribbean talent to RBC Enterprise best practices and
the building of networking partnerships between Caribbean and
Enterprise employees of similar disciplines.
Overview:
• Caribbean HIPO is matched with an Enterprise counterpart within
a similar discipline, taking into consideration the HIPO’s current
role, experience, career aspirations and development needs.
• Program participants are expected to connect with each other at
least once per month (virtual) over a 6-month period.
• Caribbean talent visit peer for a 3-5 day visit, twice during the
program.
27. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
Caribbean Leadership Program (CLP)
Caribbean Banking People Priority:
Continue to Build a Robust Talent and Succession pipeline
• The CLP develops future leaders through a cross-functional
approach based on the principle that leaders learn best
from experience and exposure to a breadth and variety of
challenges.
• Over a minimum two-year period, CLP Trainees are placed
in maximum of 4 assignments of approximately 6 months in
various Caribbean Banking businesses and functions.
• These assignments may entail such opportunities as
working directly with clients, researching new products and
markets, structuring deals, assessing company and industry
risk and exploring strategic options for business growth.
28. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
Caribbean Banking People Priority:
Continue to Build a Robust Talent and Succession Pipeline
Developing Caribbean Talent
The selective placement of Caribbean Expatriate staff for development of
high potential talent via Intra-Caribbean, experience-based assignments.
This Initiative:
• Builds exposure to Caribbean Banking and facilitates global
readiness
• Facilitates the building of a Caribbean Network/Team
• Facilitates a robust Caribbean Banking succession planning process
• Builds Caribbean Banking engagement through increased
developmental and career opportunities
• Aligns to the Caribbean Banking Diversity Objectives of increasing
the diversity of representation of Caribbean Nationals throughout
the Caribbean Banking platform
33 Caribbean Expatriate staff are currently on experience based assignments
surpassing our initial goal of 30.
29. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
Caribbean Banking Diversity Focus
• To increase the representation of women at Executive and
Senior Management levels
– At Present Executives: 33% Senior Managers : 35% Middle
Managers 59%
• To ensure a diverse representation of Caribbean nationals at
Business, Functional and Head Office levels
− Goal of 30 Intra-Caribbean Expats by 2013
(33 achieved to date)
• To increase the representation of persons with disabilities
working at RBC Caribbean Banking
30. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
Measuring Success
• Successor Pool Coverage:
• 1 to 2 Viable candidates identified as 1-3 year ready for Executive roles
• 1 to 2 Ready Now candidates for all Senior Management roles
• Leadership Development Plan Prevalence Rate - High Potential:
• 90% of High Potential employees with active Leadership Development
Plans in place
• The number of planned high potential moves completed
• Regrettable attrition rate
• Specific targets for high potential employees for talent
initiatives
31. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
Conclusion
• Integrated Talent Management is a key people
priority for RBC to attain its business objectives
• RBC’s Integrated Talent Management consists of
deliberate talent processes and Initiatives to assess
develop and deploy talent to enable a strong and
robust Talent and Succession pipeline
• RBC’s Integrated Talent Management ensures that
RBC has the Talent to maintain its competitive
advantage today and build strategic capabilities in the
future
HR UPGRADED...v2K13 and Beyond -- HRMATT's 9th Biennial Conference
RBC is one of Canada’s largest bank as measured by assets and market capitalisation, and the 11th largest bank in the world, based on market capitalisation (Source: Bloomberg, February 24, 2012). We are one of North America’s leading diversified financial services companies, and provide personal and commercial banking, wealth management services, insurance, corporate and investment banking and transaction processing services on a global basis. We employ approximately 80,000 full-time and part-time employees who serve close to 15 million personal, business, public sector and institutional clients through offices in Canada, the U.S. and 51 other countries.
RBC has a longstanding presence in the Caribbean, with operations first established in 1882. The acquisition of RBTT Financial Group in 2008 has increased RBC’s presence in the region creating a network of 121 branches in 20 countries and territories, along with a representative office in Central America. RBC/RBTT in the Caribbean employs close to 6,400 employees.
Captured on this slide is an overview of our Integrated Talent Management Framework which highlights key elements of the end-to-end talent management process. I don’t plan to go through the overall process in detail as most of you should be familiar with it. However, I thought it would be helpful to highlight a couple of elements that relate specifically to the Talent Review Process. Each year, we conduct a formalized review of our talent at the enterprise level that incorporates several aspects of the Framework. The assessment of talent - includes the identification of high potential talent, assessment of potential and succession planning to build the depth and diversity of our leadership pipeline. Development planning - is aligned to business strategies and includes actions to build capabilities at both the individual and organizational level. As part of the talent review process, it is important to determine development needs of successors, critical roles and HIPOS and collectively build plans to address development needs to ultimately strengthen our succession pools. Talent is then deployed to maximize current and future performance. These activities support our 2012 RBC People Priorities to Advance Talent Management. NOTE: The philosophy and principles that drive the Executive and High Potential talent reviews also extend further into the organization and are applied more broadly at the business and functional levels. Business and functional leaders and HRBP’s are committed to and held accountable for ongoing talent management activities including the identification, assessment and development of talent to increase the overall depth and diversity of leadership and talent pipeline and to strengthen succession for pools for key roles.
This slide provides a roadmap outlining some of the key activities that take place during the talent review process OVERVIEW If we start at the beginning – Our responsibility is to clearly outline the process, accountabilities and timelines. provide tools & resources that will enable a common Talent Management approach across the enterprise - with more discipline and rigor REVIEW OF THE HIPO POOL The first step is really to assess and identify HIPO talent – discussion(and for most, the activities and discussion will focus on non-executive high potentials, if the team includes OC Potentials then the discussion naturally evolves to includes and identifying those individuals as successors for specific OC roles) SUCCESSION PLANNING - The objective of succession planning is to ensure RBC has the depth and diversity of leadership to execute our current and future business strategies. I LEADERSHIP DEVELOPMENT PLANNING For all HIPOs that are identified we want to develop meaningful development plans that build capability for the individual and for RBC and then ultimately we CALIBRATE talent at various levels TOOLS & RESOURCES The table at the bottom of the slide lists the various tools and resources that are available and can be used at any given point in the process
This slide gives and overview of our enterprise talent pools – we have 3 distinct pools of talent that apply across the organization It is important to emphasize that the HIPO Identification includes consistent High Performance, strong rating against the HIPO Criteria, demonstrated RBC Capabilities